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All the Improvement Variables. All the Marbles. 12. A Dozen. Leading to 15.

How Many Variables in Your Performance Improvement Models?

And what do they account for – and what do they not account for?

Same as it ever was.

Models. An artificial rendition of reality to enable a focus on certain aspects.

But beware them. They focus you. They might make you blind to other aspects. Perhaps THE aspects.

Most models for Performance Improvement in my mind are either too 1-dimensional (conceptual or implementation oriented), too simple, incomplete. A joke in our offices in the late 1980s was that TQM – Total Quality Management – was too often PQM – Partial Quality Management. And that was not a good thing. My business partners and I wrote about PQM in our 1994 book: The Quality Road Map.

Today’s View: EPPI

Mine starts with a Process – as I see THAT as central to any performance improvement, via instructional and information design/development – my area – with central meaning one can go up to the entire organization, for isn’t an organization nothing but many, many Processes, all working together, well or not, to serve the primary purposes of the Enterprise?

They are in my mind and in my model.

And just as one can go up to the organization/ enterprise, one can go down the the individual level, the learner level or rather the Performer level. Yes, we are “all the time” learnin’ stuff. Relevant or not. But from an Enterprise perspective, we are targeted and measured against performance in a Process or two, or dozens.

And our performance, just as it is with our clients and their targets of opportunity, that’s all about Processes too. Their Processes.

Some of which might be shared.

Above and below are two of my key diagnostic models to begin the analysis thinking that starts back in Project Planning & Kick-Off, the Phase just before Analysis. It has 15 Boxes! To serve the 12 Boxes above.

Kind of a 12-15 deal.

What! 12 and then 15!

What’s In Your Model?

Because of this next Model…

…the Big Picture of EPPI…

…the one with 12 variables products (2 up) links to the 15 variables processes (above) in a Big Picture kind of way.

It’s all about what these words mean. Can you do the matching?

It’s part of the challenge to your due diligence. In choosing models and methods.

What’s your model look at, consider? And how does that line up to not just solutions, but to the center for that solution type.

The organization that owns tools/equipment might be different from the organization that owns recruiting/selection or compensation/benefits. The solution would engage them. The fixes would happen on their turf. They should own the effort and the results to fix things then downstream, at our Targeted Processes

Oh, what a tangled web it is, these Enterprise Processes.

Do your models and methods untangle that?

Enterprise Process Performance Improvement – EPPI

Side 1 – The BIG PICTURE of EPPI

EPPI is scale-able from addressing a sub-Process, or a job with its bundle of Processes, or a function and all of its jobs and Processes, or an entire Enterprise, one bite at a time. Bottom to Top. Top to Bottom.

That’s side 1. The big picture.

Note the 12 variables- 1 + 6 + 5.

You can count the 12 variables – can’t you?

The 12 Boxes of our model, to be checked off mentally or off your checklist, depending on where you are on that particular learning curve.

And then…

Of Course, Side 2 Following Side 1

A couple of ways to portray a Process. I use the Performance Model as the main data capture tool – of the Process. Not Process Mapping in terms of the Rummler Swim Lane version.

And to that I tie a model/framework for Stakeholders – beyond the Customer – where all Product and Process measures and standards come from – or should.

I have 12 variables that might be the levers for performance improvement and then sustainment of those improvements. Where the 15 come in.

The 12+15 Boxes of EPPI

The 12+15 Box model of EPPI is about the Performance Data logic of EPPI. The Project Management logic of EPPI is another.

Projects are approached a bit differently, perhaps, in EPPI than in other improvement methods (lean, six sigma, etc.). This begins open to those methods, but they are not predetermined. But you can see where the decision to include them in Stage II happens in Stage I. ..

Look at EPPI – Enterprise Process Performance Improvement now…

In 2 Stages…

Often resulting in Stage II efforts looking more like this… more complex… more than one work-stream … of improvement…say of IT Tool development, Process re-development, and Training re-development – to accommodate the new tool to help with the new Process recently implemented … better late than never (in my scenario)…

I Did My best To Cover All Of This In This Book…

Available as a Kindle and as a Paperback.

$15 or $20.

Click on the graphic for more info.

And then there is this look at the topic…

Managers Fighting Foo Foo

This one is for managers… with the PI – Performance Improvement – or EPPI jargon.

For managers who don’t want any Foo Foo… from anybody … or to be the instigators of such.

How to be performance oriented and avoid the sales picthes of those selling/promoting foo foo.

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It’s Not All About Learning

It's All About Performance Competence - at the Individual level, the Team level, the Process level, the Organization level, the Value Chain level and at the Societal level ... or Worker, Work, Workplace and World.

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My First Friday Favorite Guru Series – My Thanks & Attributions to 42

These 42 individuals are the professionals who have knowingly and unknowingly influenced me the most. Click on the image for links to those 42 posts.

Guy W. Wallace

Performance Analyst & Instructional Architect - Since 1979

External Consultant - Since 1982. Semi-Retired in January 2016.

Guy has served over 80 clients including over 45 F500 firms since November 1982.

Recipient of the ISPI - the International Society for Performance Improvement - Honorary Life Member Award - 2010 - for contributions to the Society and to the Technology for Performance Improvement (PI).

Founding member of ASQ’s Influential Voices Initiative - 2010. Served through 2015.

Guy W. Wallace collaborates with his Clients using predictable, visible, proven processes on time and on budget.

Client work won awards for AT&T, General Motors, Siemens Building Technologies.

Guy's 30+ years in the performance improvement/ training/ learning business have been focused in 2 key areas:

1- analysis of the organization and its business processes to derive the "Learning Requirements" from the "Performance Requirements" and...

2- design/architecting the configuration of instructional and informational content.

The 5 Methodology-Sets of the PACT Processes for T&D, Learning and Knowledge Management.

Project Planning & Management -- Analysis -- CAD -- MCD -- IAD.

Curriculum Architecture Design – Since 1982

Performance Competence Development Paths vs Learning Paths - the difference is in the Analysis.

Recognition and Awards for My Professional Contributions and Consulting

For Specifics - Click on Graphic

Recipient of ISPI’s 2010 Honorary Life Member Award

The top ISPI award, was awarded for contributions to both the technology of performance improvement and to the Society - as unanimously approved by two consecutive boards of the Society. Awarded in 2010.

Retirement Book Pricing – As Of March 15, 2016

Click on the Image for a Link to More Info

Free Book PDF: lean-ISD (1999) cover the 5 methodology-sets of the PACT Processes.

Click on Image for free 410-page Book PDF plus links to a $30 Paperback version. lean-ISD was a recipient of a 2002 ISPI Award of Excellence for Instructional Communication.

The Wallace 6 Pack to Guide You – From Training to Performance Improvement Consulting

Click on Graphic to Link for More Information

The Top 30 All Time Most Popular Posts and Pages Are…

The Top 30 All Time Most Popular Posts and Pages Listeed

Here are the all time most popular from the 2433 Posts and 120 Pages of this site… and the number of views of each since 2007. Click on the red image above to link to the post...

1. What Guidance for Approaching Learning Is There From Maslow’s Hierarchy of Needs? 27,919
2. The Big 5 in Human Personality Assessments: CANOE 18,693

I started my Blog at another host back in 2004, and I moved twice before landing here at WordPress in 2007.

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There Is Too Much Foo Foo!

Avoid the Foo Foo in Instructional Design and Performance Improvement

Requests for Training – What & When to Expect and What & When to Suspect

You Go Down The Learning Path to Go Up The Learning Curve – to go Up the Performance Competence Curve

Guy has been doing performance-based Training Paths and Planning Guides for clients since 1982. First published on Curriculum Architecture in Training Magazine in September 1984 and on the Analysis methods in NSPI's (now ISPI) PIJ in November 1984.

What Was Innovative in Curriculum or Learning Architectures in 1984 – Would Still Seem To Be Innovative Today – Why?

Celebrating – 30 Year Anniversary of this Publication – September 2014

How to Build a Training Structure That Won’t Keep Burning Down - Training Magazine - September 1984

Celebrating – 30 Year Anniversary of this Publication – November 2014

Using a Group Process to Create Models and Matrices - NSPI Performance & Instruction Journal - November 1984

Performance Development Paths

a.k.a.: Learning Paths focused on Performance Competence

Walk the Talk – of Processes Maturity

Next ... what Processes Are in Need of Maturation?

Walk the Talk – of Processes Alignment

Walk the Talk Responding to the Balanced Needs of Your Stakeholders.

Walk the Talk – of Processes Centricity

Be an example to your internal clients as an organization with a Process mindset. Walk the Talk.

Myth Busting in L&D

Click on Image for the Post

In the Resource Tab…

3 Levers in EPPI – Enterprise Process Performance Improvement

Click Image to Link to the Post

The EPPI View of Processes and their Enablers and Enabling Systems

And the Enabling/ Provisioning Systems and Processes that enable the Enablers. Note that "Awareness/ Knowledge/ Skills" are just 1 of 12 categories of enabling Process Performance variables - when you include the design of the Process itself, first and foremost.

I Offer Over 150 Free Videos On This Site On the Topics of ISD and PI!